At the end of the year, it turned out that 2 of the 5 agencies could not deliver any results and so i made a recommendation with the support of the RC to defund the 2 agencies and use the resources for the 3 agencies that were doing very well and showing results in addressing human rights, stigma and discrimination and demand creation for HIV testing and linkage to care among key populations. The 2 agencies were obviously not happy about the decision but I stood firm with the decision to reward performance and since then, our grant implementation has been identified as a best practice because we produced a people centered results.

Even before the challenges of a world health crisis complicated matters, most change initiatives failed, studies show. A common reason for the failure is that business leaders often don’t involve the human resources team until after the project has launched and employees resist. Having said so, in an international organization, whatever the position you hold, you cannot implement any change bending the rules. You have to go according the established procedures which are equal for all. Therefore, it is sometimes possible to introduce slight way of doing business as far you keep quiet.

- Leading by example 

- Challenging the norm (this is how things are done here, i.e. we don’t share information)

- Keep coming back to the bigger picture and larger objective of UNAIDS. Given the growing HIV epidemic (going in the wrong direction) UNAIDS / UCO needs to challenge itself to do things differently. Business as usual will not do. 

The Assumption in the X country was that no National Citizens are part of Key Populations particularly sex workers and all LGBTI communities. Assuming that these in Country were all foreigners. 

The First step was to come with the Plan with Evidence /Facts that the country not knowing where we stand in terms of Behaviors, Incidence and Prevalence of HIV we cannot plan strategically. With the Plan developed together with my Team and UN Joint Team members and National AIDS Council, I leaded the presentation to the NAC Director and Permanent Secretary of the Ministry of Health. A lot of resistance emerged from the Technical Staff from Ministry of Health and NAC using their scientific Position to reject the proposal. But the real motivation was supported by their religious Believes.  To resolve the Matter, I suggested to have a close door discussion with the Senior Management team leaded by the Permanent Secretary supported by some scientists more progressive. During the Meeting together with WHO colleague we shared the situation in other countries of the region with the same culture and religious norms, shared the International Protocols with clear indication how Findings have guided the HIV/AIDS National response with success. Finally, the Protocol of the Study and the implementation plan were approved by the Management.

The second resistance arise during the implementation when the research Team has to identify the Key Populations members who will participation in the study to mitigate the stigma and discrimination. Proactively I Mobilized resources to Train the Peers of the Key Populations who will be guiding the research Team to reach out to the Members who will participate in the study. The other strategy used was to have regularly update to senior management to ensure they have all the Information in case there is any Political interference in the Process. I have advised also not to involve any media to protect the Key Populations involved in the study.

The last Resistance came when the Results of the study were released by the Research Team to the Senior Management for approval. The Management could not believe that there were Key Populations particularly sex workers among the National Females having the prevalence 10 times high compared to their peers’ foreigners. We explained scientifically that is due to lack of information, stigma and Discrimination blocking them to have access to HIV prevention and Care services. As Way forward I suggested to the team that we develop a Response Plan based on the results and secure a Meeting with the Minister of Health together with the Permanent Secretary and NAC Director. During the Meeting they asked me to present to the Minister the Findings and the response Plan that I did successfully. After a lot of discussion, the Minister approved the results which were an Eye open for the Government and request UN system, in collaboration with cooperating Partners to support the implementation plan. During the Implementation of the Plan, we established a mechanism of keeping the Minister informed and also established a strategy to keep the KPs protected.  Transformational Change is not easy, will be always opposition and the implementation plan has to include interventions based on the 3 areas ( Unfreezing , Change Intervention and Refreezing).

 

 

 

 I started by assuring colleagues that we are collectively responsible for ensuring the relevance of UNAIDS in Malawi and my role is to inspire the team to work together. 

I also assured them as the team leader it is my responsible to ensure that we have a conducive work environment but that cannot be achieved by me alone without their key roles. I did the following: 

 

1.  Having listening sessions with staff and allowed them to share their thoughts around how we can make UNAIDS fit for purpose and responsive to the needs of the partners we served. 

 

2. Sharing information to all staff and ensuring that all are aware of the key issues that the office is responsible. 

 

3. Making my office accessible to staff to work in and discuss issues that affects them or when they feel like they needed guidance and direction. 

 

4.    Empowering staff and encouraging them to be creative and find innovative ways of resolving issues as I stayed away from micromanagement leadership style.

 

5. Ensuring that the Chairing of the scheduled UCO Monday Morning Meeting is rotated to staff and allow them to lead such meetings. 

 

6. Convening regular check-in meetings with staff and giving them space to share their thoughts on what is working well as well as probe them to share their thoughts on solutions to their work-related challenges.

  7. Clearly communicating them on the rationale for any decision I took which may not be in line with their expectations. 

 

8.  Encouraging the team to consult and be supportive to each other. 

 

The approach resulted in increased motivation, trust and a work environment that does not triumph on rumours. 

The NAC in South Sudan was excluded/or absent from many national HIV processes despite their legal mandate to lead the coordination of the national HIV response. The NAC was focusing mainly on implementing HIV programme activities at community level even though that fell outside their legal mandate.  Some of the factors that had driven this situation was the lack of resources for the NAC including meagre salaries and unwillingness of strategic partners to invest in the mandated activities of the NAC, and weak leadership in the organisation. Perhaps the biggest contributor to the status of the NAC was the apparent uncertainties surrounding the status of many national commissions, including the NAC.   In a meeting with the Minister of Foreign Affairs on other matters, he indicated to me that the NAC will not be dissolved like other commissions. Based on that,

1.    I indicated to the NAC the opportunity to make them a stronger entity that will fulfil their legal mandate. The NAC after many negotiations, agreed to the functional assessment.

2.    I sought support from the other partners to back reengineering of the NAC through a process of functional assessment.

The process functional assessment is completed and the process of implementing the recommendations is ongoing.

How I navigated resistance to change:

Partners: I emphasised the critical need for a multisectoral response to HIV which at this time is mainly driven through the health sector and emphasised that the NAC would be the only practical entity to bring about the needed merits of a multi-sectoral HIV response. I also engaged the partners in the development of the tools for the functional assessment as well as consulted them in the process including colleting and including their opinions and suggestions for change.

To reduce the apparent isolation of the NAC, in the meantime, I encouraged and ensured that the NAC was included in many of the national processes even in the health sector. 

For the NAC to agree to the functional review, I emphasised that showing a willingness to revamp themselves would be key in getting the confidence of partners back and receiving support from them. In addition, the assessment will provide key recommendation that when implemented will position partners to advocate their relevance on the HIV response, even to government.

I also encouraged/coaxed them to participate in national processes, including helping them to prepare and to be strategic in their engagement in those processes. 

After many negotiations with the NAC, they have accepted the recommendations. Planning is now ongoing to implement them.